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  "documentTitle": "April 2015 McKinsey Operational Review BPS Summary of Audit",
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  "notes": "The text discusses human capital, special education (SWD) statistics, central office structure, and strategic workshop outcomes.",
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      "kind": "other",
      "text": "5 Massachusetts Department of Elementary and Secondary Education, 2013\n6 While evaluated independently, preliminary analysis indicated that BPS would not be at peer student:teacher ratios or peer student:staff ratios even if all opportunities were pursued",
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      "text": "acumen of the Community Engagement and Technology offices. Recent moves in Human Capital towards a “mutual consent” hiring process (where both teacher and principal must agree for a teacher to be placed in a given school) and leveraging stipends to allow principals to open-post positions have led to a stronger teaching pool and to principals enjoying more discretion and control over the direction of their schools.",
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      "text": "At the same time, BPS’ classification of SWD has grown to ~20% of the student population, a number that is very high nationally (average of 13.1%), and high even for Massachusetts (average of 16.5%), which has one of the highest rates in the nation.5 In FY15, this means that nearly a quarter of all budgeted funds are going to special education services.",
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      "text": "The central office organization that supports the schools has a mix of strengths and opportunities. Outside of the top layer, which supports 13 direct-reports to the Superintendent, the organization is well balanced between management and employees. At the same time, surveys reveal that employees would like greater accountability across BPS, ways to trim the bureaucratic nature of the organization and better data tracking and management.",
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      "text": "BPS has a set of structural challenges. With the right focus and strategies it can continue to unlock value for the system and students, while positioning a new BPS to drive student outcomes higher once again. Through a series of workshops with the Steering Committee, the Steering Committee prioritized a subset of topics for additional exploration (“deep dives”). While the performance of the system was generally strong across the initial range of areas explored, the committee focused the deeper dives on some of the most critical challenges for the system: the opportunity to consolidate ~30-50 schools, the opportunity to revisit and potentially accelerate special education reforms, and the opportunity to reorganize central office and non-teaching staff. Additionally, some focus was given to a fourth area: near-term opportunities to improve operations. (Savings across opportunities were evaluated as independent options and the total dollar savings across multiple initiatives are therefore not entirely additive6.)",
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